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8/3/2019 Case Study Showan

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CASE STUDIES

OF

THE INSTITUTIONS INVOLVED

IN RURAL ECONOMIC

DEVELOPMENT

BANGLADESH KRISHI BANK (BKB)Background

Bangladesh Krishi Bank was established under BKB Order`1973 with the

objective of strengthening rural economy by extending credit support to

agricultural and agro-based sectors. In consideration of the importance ofMicro-Credit and with the objective of generating employment as well as

encouraging social development BKB has undertaken several Micro-Creditprograms of its own and also in collaboration with local and foreign agencies.

The programs have been designed to cover all segments of poor populationwhether skilled or unskilled such as small and marginal farmers, landlesslabourers, destitute women, disabled, unemployed youth and rural artisans etc.

About 1417047 beneficiaries have been provided with Tk. 14469.90 millionsince its inception (upto 30 September,2008).

Considering the needs of the target groups since late seventy`s BKB has beenimplementing a series of Micro-Credit programs out of which 10 programs have

recently been completed and 31 programs are in operation at present.

Purpose to operate MC programs

These diversified micro-credit programs are being implemented by BKB to

achieve the following objectives:

y To create employment opportunities through income generating activities.


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y To empower the rural women to establish their own rights.

y To improve the living standard of the rural people.

y To alleviate poverty of the poor people.

y To make easy access to institutional credit facilities and resources.

y To mobilize rural savings.

y To make optimum utilization of rural resources.y To engage inactive human resources of the rural areas in

productive/economic activities.

y To engage rural people in development process of the country.

y To eliminate exploitation done by the money lenders.

LENDING MODEL / PROCEDUREAs specialized bank for agriculture and rural development BKB provides

credit support to the rural poor through its diversified micro credit programs.Per capita loan size : 5000-50000. Besides in case of family MCP, loan size is

Maximum TK.40000/- per family. Loan size also depends on the nature of loanand varies from purpose to purpose. Interest Rate of MC is 100%.--- Weekly

savings TK. 20/25

Repayment system followsWeekly/fortnightly/monthly installment. Repayment period and mode ofrepayment is fixed depending on the MC program more specifically : the nature

of activities and generation of income. In family based MCP, repayment systemis fortnightly / monthly / half yearly installment. Mode of repayment dependson nature and purpose of credit. In default management of government RFIs,

legal actions are follwed and in this case ,especially documents like demandPromissory note provided by the clients/borrowers used to take action.

Characteristics of Target Group/ Beneficiaries/ Clients

For getting access in the MCP of the bank, selection criteria of the target group

members are as follows :1) Landless and marginal farmers get short term under this program.

Persons/peasants having not more than1.50 cores of cultivatable land andannual income of highest TK25000-are eligible for getting credit under

this program.2) After formation of groups and obtaining training the group members get

credit without any collateral security.3) Borrowers they have to hypothecate the goods and assets created by the

loan. In lieu of collateral they have to take responsibility as guarantor

for the recovery of loan within the group.


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Profile of Target Group/ Beneficiaries

AGE: Those who already have Net annual income of TAKA 10000 to TAKa50000.

Experience: Skilled and experienced in operating micro-enterpriseEducation : minimum primary school.

Education Background: Who are not Loan defaulters in any other financialinstitution

Security: No collateral security for loan up to taka 75000,collateral security

required for loan above 75000.

Loan ownership: Target groups who own 16.5-250 decimals of cultivable

land or sharecroppers.

Loan size of micro credit: Minimum taka10,000 &Maximum taka 75,ooo.

Lending rate :8% for farming2004, and 10% for non-farm agricultural

activities.

Repayments: In case of agriculture loan, repayment of loan installments startsafter harvesting and marketing of crops. However in MC loan, repayment startsafter one week of loan disbursements.

Products of BKB

Poverty alleviation program of BKB includes only micro-credit. Savingsservices include in some MCPs but not regularly. However, other social

services like education, skill training,awareness, building activities etc. are notincluded in this program.

Establishment of Breeding Farm of Black Bengal Goat Program:


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This program has been taken to ensure supply of kids of Black Bengal Goats inorder to support the national program of poverty alleviation through goat

rearing. Under this program a farm comprising 50 she goats is considered as asmall farm and a farm comprising 51-200 she goats is considered as a big farm.

The loan is medium term. Credit limit is Tk. 30,000/- for a small farm

consisting of 10 she goats ( with a he- goat). This credit limit is calculated formaking up goat-shed, purchasing of she-goats & he-goat and initial feed cost.

This limit is proportionated for a small farm having upto 50 number of she-goats. For a medium farm credit limit is to be calculated deducting the cost of

goat shed. This cost is borne by the entrepreneur. About 304 beneficiaries havebeen provided with Tk 14.60 million since its inception (upto 30 September

Community Based Resource Management Project:

This project started in 2003-04 fiscal year. It is a joint venture project of BKB,

IFAD and Dept. of LGED of GOB. The project is to be implemented in all ofthe 10 upa-zillas of Sunamgonj (a district) at 3 phases within 11 years. The

project has five components such as: (1) Infra -structure Development, (ii)

Development of Fisheries, (iii) Crop and livestock Development, (iv) GrassRoots Institutional Development and (v) Small Credit Bangladesh Krishi Bank

deals with ``small credit`` component of the project. LGED organizes the target people into 30 member groups. Bank Provides short and medium term loan.Maximum loan limit is Tk. 14,000/- to each member as short term and Tk.

27,000/- to each member as Medium term. The loan under this project iscollateral free. Rate of interest is 15%. 1508 credit organization (each credit

organization consists of maximum 30 beneficiaries) have been provided with Tk190.35 million since its inception (upto 30 September 2008).

Poverty Alleviation through Production and Improvement ofSheep:

This is a government directed program which has been launched in the last part

of the fiscal year 2004-05. Primarily this is to be implemented throughout theselected 22 upazillas under selected 11 districts of BKB`s jurisdiction.

Directorate of livestock provides with extensive services while BKB providescredit from its own fund. Under this program credit amount upto taka 50,000/-

is collateral free. Interest rate is 8%. This loan is to be repaid within four yearsin 6 equal installments including one year grace period. About 360 beneficiarieshave been provided with Tk 3.80 million since its inception (upto 30 September

2008)


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PROSHIKAIt has been more than two decades since PROSHIKA, now one of

the largest NGOs in Bangladesh, took its first step. Although thePROSHIKA development process started in a few villages ofDhaka and Camilla districts in 1975, the organization formallyemerged in October, 1976. The name 'PROSHIKA' is an acronymof three Bangla words, which stand for training, education, andaction.PROSHIKA has successfully completed one more year ofits extended period of Phase VI. A constant analysis of themagnitude of poverty and its trends, the strategies effective for itsreduction and eventual elimination, and their meticulousimplementation has brought PROSHIKA where it is today. The

central ethos, however, all the while remained the same---humandevelopment and empowerment of the poor who gradually standtall to achieve freedom from poverty by themselves. Empowermentmeans that the poor are united and organized, become aware ofthe real causes of their impoverishment, develop leadershipamong themselves, mobilize their material resources, increaseincome and employment, develop capacities to cope with naturaldisasters, become functionally literate, take better care of theirhealth, become engaged in environmental protection andregeneration, get elected in local government bodies and

community institutions, and have better access to public andcommon property

PROSHIKA has conducted an elaborate strategic planning exercisefor its phase-VII. The strategic document for PROSHIKA phase-VIIprogramming envisages, among other things, the establishment of aninternational set-up having its HQ or registered office in a first worldcountry either in North America or in Europe. It is hoped that creating aninternational set-up, namely PROSHIKA International would give

PROSHIKA an opportunity to mobilize two kinds of international support:firstly, exploring the possibility of a new source of financial support fromthe expatriate Bangladeshis who are willing to take part in variousphilanthropic activities and secondly, creating an international supportbase for PROSHIKA's work including the replication of some of itsdevelopment approaches and innovations in other countries. Thus theobjectives ofPROSHIKA International is as follows:


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1. Involving Non-residential Bangladeshis (NRBs) in thedevelopment process of Bangladesh

It is well-known that a sizable Bangladeshi population lives abroad. Itspresence is quite visible in the United Kingdom, United States, Canada,

Australia, New Zealand and a few other European countries, and thesize of the non-residential Bangladeshi (NRB) population is constantlygrowing. Many of the people belonging to the NRB community havebeen awarded the citizenship right and many more are awaiting suchstatus. All of them still maintain a good relationship with their country oforigin, Bangladesh. A section of them pay regular visits to Bangladeshand make sincere efforts to take part in the process of development oftheir native country, especially of the locality they or their ancestorscome from. Those who cannot make frequent visits due to time andother constraints also express their strong desire to participate in such

processes.

Despite all their interest and sincerity, a large segment of the NRBpopulation face constraints in their efforts to participate in or continue thedevelopment process once they started due to the non-availability of acredible organization and structures with proven records of skill,expertise and credentials for channelising resources.

In this regard, the proposed PROSHIKA International can play a vitalrole in collecting financial resources from non-residential Bangladeshis,managing such resources and utilizing them in selected

activities/projects in a very planned way maintaining internationallyacceptable standards of accounts-keeping and accountability. Time andagain a need for such an institutional arrangement was expressed by theNRB community and PROSHIKA intends to fulfil this need through itsinternational set-up -- PROSHIKA International.

PROSHIKA seeks to mobilize resources for implementing activities inthe following two important areas:

(i) ensuring quality education by upgrading selected secondaryschools (preferably girls' high schools), and

(ii) ensuring access to higher education (higher secondary andundergraduate levels) by the poor but meritorious children throughoffering them scholarships.(i) Programme for Upgrading Secondary Schools

The rate of literacy in Bangladesh has increased to 65 percent. Theenrolment of both girl and boy children has almost reached parity andthe enrolment achievement is over 80 percent. The retainment rate is


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also showing a clear positive trend. As a result, the rate of drop-out hasalso been showing a consistent decline over the last decade. Somepositive initiatives by successive governments in the area of primaryeducation in the form of offering stipends to girl students has contributedpositively to enrolling and retaining girl students in greater numbers.

However, the quality of education remains a major concern as ninetyplus percent investment in primary education goes to staff salary andinfrastructure development and hardly any money is left for improvingthe quality of education and teachers' training.

The picture of secondary education is much worse than primaryeducation. As before, secondary education continues to perform verypoorly. Whereas primary education is being taken care of by thegovernment as well as NGOs, secondary education (except very fewgovernment schools) has remained to be a private community

responsibility for decades. Here, both physical infrastructure andmanagement are very fragile and the quality of education appears to beextremely poor. Most schools suffer from a lack of minimum physicalfacilities, qualified teachers and appropriate learning tools. Thus, thesecommunity-run secondary schools, especially in the rural areas, havebeen performing very badly in the public examination. According tonewspaper reports, there are more than 500 secondary schools fromwhere no student could pass the last secondary school certificate(S.S.C) examination.

The aim of PROSHIKA's programme for upgrading secondary schools isto provide assistance to selected rural non

secondary schools to create more room to accommodate the increasingnumber of students and to improve the standard of education. Specificactivities under this programme will be:

a. Assistance to construct additional classrooms to create more capacityin the selected schools to accommodate more primary and PROSHIKANFP school graduates, specially children of the poorer families.

b. Assistance to renovate the existing classrooms to improve theatmosphere in the schools and make learning effective and attractive forthe learners.

c. Assistance for the improvement of the existing science laboratory (byrepairing and renovating the laboratory room/building and supplyingnecessary equipments) or for the construction of room and supply of


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necessary equipments for setting up the science laboratory, where thereis no laboratory, for the better teaching of science subjects.

d. Assistance for the procurement of computers for giving students basicknowledge about the amazing world of computers with a view to making

education at this level job-oriented and encouraging them to have furthercomputer education/training in later life and use the skill in thedevelopment of the country.

e. Providing teachers with training for developing their skill in teachingEnglish, mathematics, social studies and computer

f. Assistance for the construction of an adequate number of hygienictoilets in the school for students.

g. Assistance for the sinking of deep tube-wells and making otherprovisions for safe drinking water for the students and teachers.

h. Assistance for the improvement of the school library and procurementof books and almirah/shelves

i. Assistance for arranging facilities for the students by way ofconstructing common rooms (separately for male and female students)for indoor games and supplying materials for playing indoor games likecarom, table tennis, ludu, chess, etc.

Schools for providing assistance under this component will be selectedthrough an intensive scrutiny, on the basis of actual necessity and afterascertaining that the community will be agreeable to cost sharing.Assistance will also be provided to the selected schools on the basis ofactual needs. Preference will be given to girls' schools and schools withco-education. Activities in each school under this component will beimplemented under the constant supervision of a local projectimplementation committee consisting of the head of the institution, onerepresentative of the school managing committee (to be nominated bythe chairperson of the committee), one representative of teachers (to be

nominated by the head of the institution), one representative ofguardians (to be nominated by PROSHIKA) and one representative ofPROSHIKA. The project would will be managed by 5 officials (2 officers& staff members) of PROSHIKA who will ensure the quality of workdone. PROSHIKA's internal audit department will ensure properaccounts-keeping. An early audited financial report of the fundmanagement will be made available.


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(ii) Scholarship for the poor meritorious students

Every year a sizable number of very potential students who do very wellin the public examinations such as secondary school certificate or highersecondary certificate fail to pursue higher studies due to the inability of

their families to meet the expenses needed in the college or university.PROSHIKA for the last few years has been trying to address this issueand has been offering scholarships to very needy students coming fromthe poor families from its staff special Solidarity Fund. This fund wascreated in 1998 with the contribution (10% of their annual festivalallowance) of the PROSHIKA staff and has been working very well.More than 500 students so far have benefited from this scholarship fund.

PROSHIKA intends to expand this scholarship programme with financialassistance from the expatriate Bangladeshis. To facilitate this process,PROSHIKA will invite applications from the needy students and prepare

a list of deserving candidates. Well-developed selection criteria will befollowed to scrutinize the applications. A detailed profile of each selectedstudent will be available with PROSHIKA International which will appealfor financial support from expatriates for the common scholarship fundand/or for individual sponsorship.

PROSHIKA will take the full responsibility of implementing, supervisingand monitoring this programme and documenting the progress of eachindividual student in due intervals. An yearly financial report of fundmanagement will also be made available.

2. Legal and Information Assistance to Bangladeshi MigrantLabourers

Some 6.2 million Bangladeshis are now working in different countriesaround the world. Of this, 3.5 million left the country through officialchannels and the rest left through private channels. In the five yearsfrom 1999 to 2003, the expatriate Bangladeshis US $ 11,858.03 millionequivalent to Taka 65,642.30 crores.The workers remitted US $ 3.866 billion in 2004 - 2005, a 14.5 percentgrowth over the previous year.

The most popular destination of workers is Saudi Arabia where morethan two million workers have migrated. Saudi Arabia is followed by UAEwith about 5,18818 migrants and Kuwait with 4,13077 migrants. Morethan 2,50,000 Bangladeshi workers migrated to Malaysia over the lastthree decades. Other countries where Bangladeshi workers normallymigrate are Qatar, Bahrain, Oman, Iran, Libya, Jordan, Brunei andSingapore.


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Migrant workers have made an important contribution to the economiesof the countries of migration and through this to remittances to theirhome countries. They too have generally benefited from the opportunityof working overseas. However, their positive contributions are offset bytwo problems. One is the rising incidence of migration illegally, with all

the risk of exploitation that this involves. The other is that even for thelegal migrants the wage and conditions of work are increasinglydeteriorating almost everywhere.

There are frequent reports published in the daily newspapers ofdeportation of Bangladeshi illegal migrant workers from the hostcountries and their resulting vulnerability. But many face even harshertreatments. Even those who have gone legally and got jobs face variousforms of human and labour rights violation including receiving constraintthreats of loosing employment or police persecution. Many migrantworkers end up in detention camps without excess to any legal

assistance. Some 5,000 Bangladeshi workers are currently behind thebars for various alleged offences mostly in the above host countries.

The official action to address the plight of the migrant labourers is farfrom satisfactory. Under these circumstances, PROSHIKA Internationalwould extend the legal and information service assistance toBangladeshi migrant workers mainly working in the Middle East andEast Asian countries.Main activities for PI in this area will include :

(i) Collecting information about Bangladeshi migrant workers who are

denied human and legal rights through media screening and variousportals and web site visits.

(ii) Collecting information regarding who are in jail without having accessto any legal help.

(iii) Building networks, alliances with host country human rights andlabour rights organizations as well as with the local ILO office andextend legal assistance to victims through them.

(iv) Collecting migrant labour related information and make that available

to the potential Bangladeshi migrant workers.

(v) Working closely with the Ministry of Expatriate Welfare and OverseasEmployment of Bangladesh and sensitize the Ministry to take necessarymeasures through the consulate of Bangladesh in the host countries.

(vi) Sensitizing the Ministry to take stern legal actions against thecheating man-power export agencies.


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(vii) Creating a full-fledged website on migrant labours issues.

3. Assisting in Replicating the PROSHIKA Model of Development inOther Third World CountriesPROSHIKA over the last three decades has been able through its

relentless effort to bring about meaningful changes in the lives of millionsof poor men and women in Bangladesh. The impact of PROSHIKA'sholistic and comprehensive development approaches and well-designeddevelopment strategies has been highly applauded by the developmentpractitioners, researchers, civil society organizations from home andabroad including its international donor partners.

Over the last years, more than 200 Bangladeshi small and medium sizedNGOs and CBOs have been provided with PROSHIKA financial andtechnical assistance and most of them are currently followingPROSHIKA approaches to poverty eradication and holistic development.

Besides, every year a good number of NGOs, CBOs and CSOs fromother third world countries who visit PROSHIKA and are offered withorientation on PROSHIKA programmes along with direct field exposurealso try to introduce PROSHIKA models creatively in their ownsituations.

As PROSHIKA is endowed with a large team of well-experienceddevelopment scholars, researchers and practitioners and is poised toassist like-minded NGOs, CBOs and CSOs to conceive, design andimplement various poverty reduction programmes as well asprogrammes on popular organization and mobilization, micro-credit,

NFPE, popular theatre, human resource development, advocacytraining, gender and development, environmental protection andcommon resources management, media and communicationmanagement etc. Assistance to NGOs of other third world countries canbe offered by PROSHIKA as consultants appointed by the donor/donors.PROSHIKA through its international set-up plans to offer this service tothe interested NGOs, CBOs and CSOs of the third world, mainly those inAsia and Africa and the Latin America.

4. Mobilization of Financial Resources from international sourcesfor extending credit to PROSHIKA group members forimplementing Income Generating Activities

For successful poverty reduction one of the prime needs is to assist thepoor women and men to generate more income and create employmentopportunities. This is done through providing financial service of creditand savings, management and skill development training, hands-on


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extension service and marketing support. So far, Taka 10 billion hasbeen provided as credit and technical assistance by PROSHIKA creating1.6 million employment, self-employment opportunities and has morethan doubled their income.

Besides, since 1995 PROSHIKA launched a new programme namely

SEED (Small Economic Enterprise Development). From its beginning in1995, SEED has been analyzing the dynamics of the micro and smallenterprise sector of Bangladesh through action research. The aim is todevelop a mechanism for graduated groups of PROSHIKA as well asenhance the capacities of existing small entrepreneurs, and create moreemployment opportunities for the poor. The programme has so farextended 35 million Taka loans along formal training, businesscounseling and marketing extension supports.

PROSHIKA mobilizes financial resources, usually from 3 (three) mainresources i-e (i) grant from its donor partners (ii) borrowing fromdomestic financial institutions including PKSF (Palli Karma ShahayakFoundation) and (iii) collecting savings from its group members.

In recent years, it has been observed that donors themselves are nomore interested in directly financing any credit programme and thuspossibility of getting resources from donors for this purpose is practicallynil. On the other hand, due to various constraints the availability ofresources from domestic financial institution is also limited. Whereas, thedemand for credit is on the rise. Under this circumstances, PROSHIKAfor quite some time was exploring the possibility of borrowing from

international financial institutions and or from Expatriate Bangladeshis.It is worthnoting that, several international agencies/institutions and agood number of Expatriate Bangladeshis have expressed theirwillingness to participate in PROSHIKAs' endeavour to povertyeradication by lending to PROSHIKA for conducting its creditprogramme. But PROSHIKA could not access to those resources due tosome legal constraints.

It is expected that, PROSHIKA International will be able to borrowmoney from above sources and which in turn will accelerate the processof PROSHIKA's current effort of poverty eradication.

The resources generated through PI, will be paid back in due time withinterest. PROSHIKA maintains the international standard of audit andaccounts principles and practices. Renowned international audit firmsconduct PROSHIKA annual audit. Besides, the lending institutions andindividuals will also have scope to look into the matters if they wish so.

5. Establishing elementary Bangla School and Cultural CentreLike all other third-world immigrant communities in North America the


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Bangladeshi community in under various socio-economic ethnic andcultural premiers and has constantly to find ways to cope with an identitycrisis in an environment which is becoming more and more distressful ofAsian immigrants particularly Muslims. Also, there is a wideninggeneration gap between the older and younger segments of the

Bangladeshi population. As a result, the Bangladeshi community as awhole is now becoming more inclined to preserve and promote theircultural identity, language and literature. There is a growing tendencyamong parents to let their children expose themselves in a greaterdegree to Bengali language and culture and grow up with an emotionalbond with Bangladesh. The resurgence of the love for Bengali languageand culture can be felt from the fervour with which various specialaccessions such as Independence Day, Victory Day, Ekushey February(International Language Day), Poila Baishakh etc are observed by theBangladeshi community in North America.

In response to this growing educational and cultural need PROSHIKAInternational may come forward to establish a Bengali school in an areapredominantly inhabited by Bengali-speaking people in USA / Canada.The school will mainly undertake to teach Bengali language at theelementary level. Besides, a cultural centre may also be founded inorder to provide cultural education. The school may have such facultiesas music, dance, recitation fine arts etc so as to nurture the talents skillsof Bangladeshi children in this area.

PROSHIKA has successfully completed the fifth year (July 2003-June2004) of its Phase VI FYP. Faced with unimaginable difficulties due tothe blockage of fund and other harassment by the government,PROSHIKA carried on its organizational programme activities withcourage, fortitude and determinations. And the activity, however, had tobe conducted from its own resources although the targets of theprogrammes had to be revised taking into consideration the cash flow

situation.

Area Expansion

PROSHIKA activities have been expanded to 10,654 new villages, 1,162slums, 597 unions and 129 wards of 85 upazilas against the targets of6,817 villages, 1,518 slums, 390 unions and 134 wards of 47 upazilas


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during 1999-2004 period. Among these, expansion to 136 new villages,31 slums, 21 unions, and 2 wards of 5 upazilas took place during thereporting year.

Human Development Training (HDT) Programme

Human development training has always been a key PROSHIKAprogramme as it helps the group members develop analytical skills andpositive attitudes towards social change. It allows them to acquiremanagement and operational skills as well to best utilize their potentialsas human beings.

During the last five years 1,044,842 HDT courses were offered to16,440,985 group members against the targets of 1,011,055 and20,525,250 respectively. A total of 16,221 HDT courses for 225,175group members including 168,636 women were held during the reportingperiod. Besides, 816 workshops were organized at the GTC and villagelevel during the period with 15,415 participants. Moreover, 51 courseswere offered to 1,147 staff members of PROSHIKA, of which, 261 werewomen.

Urban Poor Development Programme (UPDP)

The slum dwellers of metropolitan cities are deprived of all basic needsof life and face constant threats of eviction. To reduce the vulnerability of

these people and restore their basic human rights, PROSHIKAintroduced its Urban Poor Development Programme.

A total of 13,478 primary groups including 10,867 women's groups wereformed in the urban areas against the targets of 12,000 during the lastfive years.

For the reporting year, 1,163 primary groups were formed of which 864are women's groups. The urban groups implemented 15,263 EIGprojects. Among these, 84 per cent projects were implemented by thewomen group members. The amount of loan disbursed against thoseprojects was Tk. 1,117 million.

A total of 267 NFP schools with 8,010 boys and girls were being run inthe urban areas during the reporting period.

Besides, 5,049 sanitary latrines were installed and 309 household filterswere distributed during the period.


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Social Forestry Programme (SFP)

Under the Social Forestry Programme 90.12 million trees have beenplanted, so far, and 8,669 acres of sal forest were protected. More than15 million trees were planted and 2,364 acres of sal forest were

protected only during the last five years.SFP protects and regenerates the environment, and plays an importantrole in the socio-economic development of the rural poor increasing theirsubstantial income. PROSHIKA provides credit, technical support andtraining to its group members which significantly help them implementand manage social forestry projects.

A total of 32,085 group members including 11,957 women's groups wereinvolved in this programme and planted 1,145,953 seedlings during theperiod. Besides, 205 RLF projects amounting to Tk. 4,868,500 weredisbursed to the group members for nursery development, and 841,480seedlings were produced as well.

Moreover, 33,025 trees were harvested generating Tk. 10,308,759income. The proceeds were distributed among the concerned partiesgroup members, PROSHIKA, land-owning agencies and the ForestDepartment according to the agreement.

Apart from this, a total of 4,041,500 seedlings were planted in 78 kmsand 3,954 acres of land under strip plantation of collaborative project.The group members also protected 667 acres of sal forest with coppiceduring this year.

Research and Demonstration Project (RDP)

RDP, located at PROSHIKA's Human Resource Development Centre(HRDC) at Koitta, Manikganj, conducts experiments on any newtechnology and production mechanism, and also offers the groupmembers 'hands-on learning' opportunities before they undertake aproject. The ongoing components of RDP are: Ecological AgricultureProject, Livestock Farm, Acquaculture Demonstration Farm, PrawnHatchery, Serriculture Development Plant Tissue Culture.

Human Resource Department (HRD)

HRD, besides recruiting a competent, dedicated, and gender-balancedworkforce, provides PROSHIKA with various multi- functional servicesrelated to staff management and development.


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During 2003-2004 period, a total of 353 staff, including 151 women,were recruited as project staff and to replace the dropouts. Staff positionat the end of June 2004 stood at 7,143. HRD updated and improved itsPersonnel Management System to make it more efficient and user-friendly during the period

TOTAL MANAGEMENT SUPPRT SERVICES

TMSS is the largest national level Non-Govt. Women DevelopmentOrganization that works for improving the socio-economic condition ofthe poor, specially the poor women folk by way of income& employmentgeneration, poverty alleviation and the economic emancipation.However, the growth of the present day TMSS is not a phenomenon ofsmooth and linear expansion, rather its journey over the years costtough and tedious exercises in making it demand driven, exploiting localresources and mobilizing the meager contribution of a few destitutewomen who had no institutional know how and organizationalconception. In fact, this meager contribution constituted the initial sourceof the capital of TMSS. Now at present TMSS has been undertakingand executing multi-sectoral programs and projects addressing thecurrent global and national issues like poverty alleviation, womenempowerment, gender equity, human resource development, technology

transfer, reduction in natural disaster, improvement of health servicesetc.

Within the framework of the Program & Projects stated above TMSS hasbeen commencing about 20 types of Microfinance services, Agriculture,Social Development Services, Human Rights & Gender, Fisheries &Livestock, Health & health related activities, Education, Farming & Off-Farming Activities, Disaster Management, Employment CreationProgram/Projects, Environment & Forestry Programs covering 63 districtand supporting 28,40,774 families of which 10,60,854 families underdevelopment services and 17,79,920 families of Microfinance services.

TMSS, over the decades, has diversified its programs and sought toattain sustainability. The organization has established differentinstitutions like health services, technical institutions, School, College,Madrasha, Orphanage center and many other activities for achievingsocial development goal. The programs of TMSS have particular focuson women and trafficking, nutrition, fortification, reaching out/dropoutchildren, eradication of hazardous child labor, improvement of


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adolescents, technology demonstration, renewable energy, clean fueletc. Since its beginning, agriculture and environment came into forefrontof TMSS intervention. Agro Forestry, Crop Diversification, Plantation,Seed Promotion and a host of activities being implemented by TMSScontributing directly towards higher productivity, food security and

enhance utilization of local resources. The organization has set-up ahospital and is running 65 health centers in order to provide healthservice to poor peoples. Now it has been working with food-unsecuredpeople (Monga Affected) of Northern part of the country.

Along with the poor initiatives TMSS also started commercially operatedits own social enterprises as pro poor enterprise which are stated linkedits development programs and from the crucial value chain linkage toincrease productivity of assets and labor and reduce the risk of theenterprise of the poor.TMSS is governed by Executive Committee (EC)/Governing Body and guided by a set of operational guidelines andproclaimed policies. Strength of management

lies in participatory, democratic, interactive approach towards carryingout its regular functional activities.

Notably, in 1988, TMSS was awarded with Presidential Award forSuccessful Organizer on Development and Begum Rokeya Padak-2007was given to Executive Director of the organization. TMSS believes thatan important component of sustainable development is ensuring genderequity and providing the means of economic empowerment. It has beenworking relentlessly to promote the social rights and economic well

being of women.

Prime objective of TMSS is to develop the socio-economic status & condition of the poor women/ultrapoor women & their family members throughimplementation of grassroots decision and utilizinglocal human & material resources.

WHICH ARE:-

1. Organization building with the targeted beneficiaries

2. Raising awareness and human resource development

3. Eradicating illiteracy through education & training


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4. Providing Skill development and employment generation

5. Supporting beneficiaries for local fund development

6. Channeling credit facilities to poor women.

7. Providing technical and financial support for income generatingactivities

8. Eliminating gender disparity

9. Improving health status of children & women

10. Facilitating the process of identification & enhancement ofutilization of local resources

11. Ensuring sustainable process for integrated development ofagriculture, forestry, livestock, environment, and sanitation.

12. Increasing GO, NGO Co-ordination and cooperation

13. Accelerating disaster management & rehabilitation

14. Conducting social / action Research

15. Capacity building of local partner

16. Promoting participatory planning for beneficiaries

17. Ensuring good governance.

TMSS is governed by its registered constitutions, formed out policies, rules &regulations by joint stock companies and related registration authorities &

decisions of AGM. Apart from this Governing Body (elected in each and everythree years by the direct voting of General Body members and regular

subscribing members) ensure the proper governance of TMSS. TMSSGoverning body (GB) consists of 15 members who are elected by the members

of the General Body of TMSS for a term of three years. Governing Body is


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responsible for appointing the Executive Director, selecting the CA Farm,formulating organizational policies, providing need based

consultancies/guidelines etc. maintaining a control system in the organization.Following are the board members.

Results -

1. The Daily meeting had brought lot of clarity in terms of plan for the dayand previous day issues and its countermeasures. It also high lights the

issues which need to be taken .2. Blame game reduced and cross functional teams emerged with focus on

Targets and solving problem solving as a team3. Quality

o Started inspection of visual defectso QA started monitoring Performance Indicators namely

Quality and Quantity data Failure Analysis Audit of Work Instruction Variance against drawings Customer Complaint Data analysis

o Drawing deviations are reported to Engineering . Initially nos. ofdeviations increased which were addresses and corrected .

o The specification standards had been redefined .o Concession Authorities clarified i.e. Engineering to give

concession only on Electrical Parameters and QA for all Visual

and Dimensionalo Comparison between two identical UPS by different people

improved the understanding and highlighted the grey area to

improve upon and differences reduced from 15 to 4

o Understanding check and discussion brought more clarity indeciding Good or Bad , the result shown 60 % improvement.

o Workers become more responsible by using IMIC sheeto FTR had improved by 15 %

4. Work-in-progress inventory o WIP worth about 4.0 lakh taken out from one area i.e.

Magnetico Shop Inventory came down to one day requirement only

5. Study of NVA lead to redefine the process to eliminate NVA in magneticarea

6. Progress Indicators for Businesso ITR improved from 2.3 in July 08 to 4.11 in Nov 08o Variable Cost Ratio improved from 12.55 Jul 08 to 2.68 in Oct

08


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o Commissioning FTR from 25 % in Aug to 50 % in Oct 08o On Time Delivery from 0 in Jul 08 to 70 % in Oct 08

7. Overall Housekeeping of the plant improved . Overall scoreimproved by 26 %

8.Wooden packing out sourced thus all wooden material removed

from plat leading to saving in wooden material inventory cost

EVALUATION

INTERNAL EVALUATION :

List of Internal Evaluation Report

1. Study Circle Project Evaluation

2. TMSS Health Sector

3. TMSS Microcredit- A case study

External Evaluation

1. Rating Report by Credit Rating InformationServices of Limited (CRISL)2. Micro Assesment by UNICEF

MICROFINANCE :

1. Rural and Urban Microcredit;

2. Small and Medium Enterprise Development (SME);

3. Microfinance & Technical Support;

4. Microcredit for ultra poor;

5. Micro Enterprise Loan;

6. Supporting capital accumulation of group members(Savings);

7. Agri-Business Development Loan;

8. Sector specific Microfinance (Agriculture, Livestock, Poultryetc)

9. Seasonal loan;


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10. Loan for Enterprise Advancement & Development;

AGRICULTURE :

1. Crop diversification;2. Quality seed promotion production anddistribution;

3. Technology Transfer;

EDUCATION :

1. Formal Education: Technical EducationProgram;

Medical Education Program;

Agriculture Education Program;

Engineering Education Program;

2. Non-formal Education;

3. Life-skill;

TRAINING :

1. Human resource development;

2. Staff development;

3. Need oriented and trade based training;

4. Skill development training;

5. Vocational training;

6. Training of trainers;

7. Training support to other organizations;


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MISSION :

TMSS provides its best efforts in bringing the poor womenfolks life/living conditions at

a dignified level in the family and society through their capacity building, adaptability,responsiveness, optimum use of their own/available resource, participation in

development activities, good governance, fulfillment of their legitimate rights andmanagement of their sustainability.

VISION :

Happy & prosperous women and their familiesin the society.

AWARD :

y

Begum Roakeya Padak, 2007 to the Executive Director Prof.Dr. Hosne-Ara Begum by Ministry of Women & Child Affairs.Presented by Hon'bl Adviser of Bangladesh, Dr. FakhruddinAhmed

y Award from JUBAK Self Employment Fair 2006

y"Best Microenterprize Award- 2005

"by Palli Karma ShayakFoundation, Bangladsh.

y The Weekly Dhaka Post Award 2005 as Best NGO

yGlobal Entreprenureship Award - Bangladesh 2005 as BestMicro Finance Institute (MFI) by UNCDF and Citigroup

yGold Award for Best Fisheries 2004 by Ministry of Fisheries &Livestock

yZia respectful Felicitation Award-2004 by Zia Social Cultural

Forum, Dhaka.

y Arthakantha Businessman Award 2004 byArthakantha,Dhaka.

yMIDAS Fair 2004 Success Award on IGA Production byMIDAS Financing Limited, Dhaka.

yNational Livestock Exhibition Bogra Award (1st Prize)' 2003

by Department of Livestock.


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yFisheries Award 2002 on Fishculture by Department of

Fisheries.

yArthakantha Businessman Award 2001 byArthakantha,Dhaka.

y

Literacy Award 2001 by District & Thana Administration.

yVocational Service Award 2000-2001 by President Rotary

Club of Dhaka, Buriganga.

yM.A. Haque Gold Medal Award 2000 by M.A. HaqueFoundation, Dhaka.

yBegum Rokeya Gold Medal Award 2000 by Nari BikasSangstha (NBS), Bogra

y Prime Minister's National Afforestation Award, 1998.

y President Award, 1996, 1998

yHuman Rights Award, 1996 by National Human RightsJournalism Sangstha.

y Prime Minister's National Population Award, 1993 & 1997.

y "Daridra Mata" Upadhi by Khagrachari Adibasi Shangha.

y Paul Her's Fellow 1994.

yAshoka Fellow on the Upliftment of Women's by selfdecision/criticism 1992

y Award of Crowned with Merit on Social Work by BograCultural Forum, Dhaka.

yAward on Agriculture purpose 1986 by the Agriculture

Department of GOB.

y

PETRRA Award on Innovators in Rice research Suitable forresource poor farmers of Bangladesh by IRRI,BRRI &

DFID,Bangladesh

case study showan

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